Publication

When what we get is not what we want-The role of implemented versus desired merger patterns in support for mergers.

Täuber, S., Gleibs, I. H., Viki, G. T. & Giessner, S. R., 2013, In : Social Psychology. 44, 3, p. 177 - 190 14 p.

Research output: Contribution to journalArticleAcademicpeer-review

APA

Täuber, S., Gleibs, I. H., Viki, G. T., & Giessner, S. R. (2013). When what we get is not what we want-The role of implemented versus desired merger patterns in support for mergers. Social Psychology, 44(3), 177 - 190. https://doi.org/10.1027/1864-9335/a000102

Author

Täuber, Susanne ; Gleibs, Ilka H. ; Viki, G. Tendayi ; Giessner, Steffen R. / When what we get is not what we want-The role of implemented versus desired merger patterns in support for mergers. In: Social Psychology. 2013 ; Vol. 44, No. 3. pp. 177 - 190.

Harvard

Täuber, S, Gleibs, IH, Viki, GT & Giessner, SR 2013, 'When what we get is not what we want-The role of implemented versus desired merger patterns in support for mergers.', Social Psychology, vol. 44, no. 3, pp. 177 - 190. https://doi.org/10.1027/1864-9335/a000102

Standard

When what we get is not what we want-The role of implemented versus desired merger patterns in support for mergers. / Täuber, Susanne; Gleibs, Ilka H.; Viki, G. Tendayi; Giessner, Steffen R.

In: Social Psychology, Vol. 44, No. 3, 2013, p. 177 - 190.

Research output: Contribution to journalArticleAcademicpeer-review

Vancouver

Täuber S, Gleibs IH, Viki GT, Giessner SR. When what we get is not what we want-The role of implemented versus desired merger patterns in support for mergers. Social Psychology. 2013;44(3):177 - 190. https://doi.org/10.1027/1864-9335/a000102


BibTeX

@article{7b446441713b44babe8c1f9db363c002,
title = "When what we get is not what we want-The role of implemented versus desired merger patterns in support for mergers.",
abstract = "Integrating an intergroup perspective on mergers with discrepancy theories, weargue that merger partners aim for merger patterns that benefit their group’s standing best. Importantly, we hypothesize and show that the discrepancy between what merger partners want and what they get affects outcomes that are essential to merger success. Specifically, we demonstrate that perceived fit between the implemented and the desired merger pattern predicts support for the merger. We further show that this effect is mediated by perceived fairness (Study 1) and emotional reactions to the merger (Study 2). Our findings generalized across a field study that investigated a real merger between two institutions of higher education (Study 1) and an experiment (Study 2).",
keywords = "organizational mergers, merger pattern, premerger status, support, fairness, emotions, SOCIAL IDENTIFICATION, SELF-DISCREPANCY, ACQUISITIONS, MEDIATION, CONSEQUENCES, ORGANIZATION, PREDICTORS, RESISTANCE, EMOTIONS, IDENTITY",
author = "Susanne T{\"a}uber and Gleibs, {Ilka H.} and Viki, {G. Tendayi} and Giessner, {Steffen R.}",
year = "2013",
doi = "10.1027/1864-9335/a000102",
language = "English",
volume = "44",
pages = "177 -- 190",
journal = "Social Psychology",
issn = "1864-9335",
publisher = "Hogrefe Publishing",
number = "3",

}

RIS

TY - JOUR

T1 - When what we get is not what we want-The role of implemented versus desired merger patterns in support for mergers.

AU - Täuber, Susanne

AU - Gleibs, Ilka H.

AU - Viki, G. Tendayi

AU - Giessner, Steffen R.

PY - 2013

Y1 - 2013

N2 - Integrating an intergroup perspective on mergers with discrepancy theories, weargue that merger partners aim for merger patterns that benefit their group’s standing best. Importantly, we hypothesize and show that the discrepancy between what merger partners want and what they get affects outcomes that are essential to merger success. Specifically, we demonstrate that perceived fit between the implemented and the desired merger pattern predicts support for the merger. We further show that this effect is mediated by perceived fairness (Study 1) and emotional reactions to the merger (Study 2). Our findings generalized across a field study that investigated a real merger between two institutions of higher education (Study 1) and an experiment (Study 2).

AB - Integrating an intergroup perspective on mergers with discrepancy theories, weargue that merger partners aim for merger patterns that benefit their group’s standing best. Importantly, we hypothesize and show that the discrepancy between what merger partners want and what they get affects outcomes that are essential to merger success. Specifically, we demonstrate that perceived fit between the implemented and the desired merger pattern predicts support for the merger. We further show that this effect is mediated by perceived fairness (Study 1) and emotional reactions to the merger (Study 2). Our findings generalized across a field study that investigated a real merger between two institutions of higher education (Study 1) and an experiment (Study 2).

KW - organizational mergers

KW - merger pattern

KW - premerger status

KW - support

KW - fairness

KW - emotions

KW - SOCIAL IDENTIFICATION

KW - SELF-DISCREPANCY

KW - ACQUISITIONS

KW - MEDIATION

KW - CONSEQUENCES

KW - ORGANIZATION

KW - PREDICTORS

KW - RESISTANCE

KW - EMOTIONS

KW - IDENTITY

U2 - 10.1027/1864-9335/a000102

DO - 10.1027/1864-9335/a000102

M3 - Article

VL - 44

SP - 177

EP - 190

JO - Social Psychology

JF - Social Psychology

SN - 1864-9335

IS - 3

ER -

ID: 5867550